Most of us are good at solving problems. We dole out advice like, Let me lay this out for you. First, you need to. . . . This sort of direction can be helpful, for instance, when someone is trying something for the first time.
This is the second in a series of five posts to describe how managers can coach people to practice genuine collaboration in the workplace. In this post, we will take a deeper look at collaborations operating principles to learn how they can be leveraged to support your teams efforts to produce outstanding results.
This is the first in a five-part series that describes how managers can coach people to practice genuine collaboration in the workplace. However, if we believe that culture is a pattern of basic assumptions invented, discovered by, or developed by a given group as it learns to cope with its problems (as described by Edgar Schein), we must acknowledge that culture is critical to collaboration.